Section 4(1)(b)(i) of Right to Information Act, 2005 NERCORMP

Transcription

1 Section 4(1)(b)(i) of Right to Information Act, 2005 NERCORMP Particulars of Organization, its functions and duties NERCORMP as a joint livelihood project of IFAD and NEC, Ministry of DoNER has come a long way. Starting in FY , it has passed through many stages. It is one of the very early and few joint Government and an UN Body initiatives in North East. When it all started, good developmental models to learn from in the region were not readily available. A number of proven modern developmental tools were introduced. IFAD and UNOPS did their best to set the ball rolling and organizations like MYRADA provided initial grounding supports. Thereafter, in many respects it had to take steps of Faith, Vision, Hope and Courage. This principle was employed throughout project life and has proved to be one of the key driving forces of this project. Hard works invested by all stakeholders particularly by Project Management Team (including partner NGOs) and Communities have been huge. We have toiled day and night, through rains and sun, through mud and dust, and through ups and downs. We have gained many heartening outputs and outcomes. Today we have brought on board many lessons learnt. Lessons of triumphs over challenges encountered. Rationale NERCORMP was introduced in the following districts and States with a rationale to introduce and demonstrate a new approach of development, focusing on an intervention model which is technically appropriate, culturally sensitive and institutionally effective Meghalaya (West Khasi Hills & West Garo Hills), Assam (Karbi Anglong & N C Hills) & Manipur (Senapati & Ukhrul) The project was to draw lessons from past developmental interventions which perhaps had more failures than success, owing to various unique and complicated socio, economic and cultural frameworks resulting in many unique sets of problems. The project is essentially to adopt a participatory approach, demand driven and client oriented leading to Inclusive development. It is biased towards the very poor and environmental balancing act. NERCORMP also was to address the delicate balance between requirement of the need to ensure conservation and protection of rich biodiversity and the need of the poor farmers who are the custodians of this rich heritage. Objective The overall objective is articulated as to improve the livelihood of vulnerable groups in a sustainable manner through improved management of their resource base in a way that contributes to protecting and resisting the environment. To enhance capabilities of local people to manage their Resources and Institutions at grass root level. To increase income and transform economic conditions of communities. To sensitize and promote regeneration of natural resources To establish appropriate delivery systems To increase effective participation of Women and the very poor in Local Institutions and in Community s decision making processes. To enhance savings and establish Micro Credit To increase access to Basic services infrastructure facilities To establish linkage with Government Line Department and Banks To become a Developmental Model and Trendsetter in the North East To promote Biodiversity preservation and conservation To wean away communities from dependency syndrome and ensure that they increasingly stand on their own feet and begin to see the government and other developmental agencies as effective partners.

2 PROJECT MANAGEMENT 1. Establishment of District Societies and Project Management units: NERCORMP aims to synergize the best practices and strength of Government, IFAD (an International organization with rich and long global experience), Partner NGOs, Project Team and the inherent remarkable strengths possessed by Communities In order to achieve this, an administrative structure which envisages legality/legitimacy of all entities is required. Therefore the NERCORMP Project is implemented at the regional and district levels through registered societies established specifically for the Project. This helps in, promoting the identity of the Project, providing autonomy, maintaining close linkages with the government but allowing greater operational flexibility, accountability, transparency and efficiency. This, model and approach has enabled the Project in accomplishing its desired objectives. Regional society located at Shillong and 6-District societies at all the Project Districts were formed to oversee and provide guidance to the Project Management team. Key features of the Societies: Regional Society: Regional Society based in Shillong has a General Body comprising of representatives of the stake holders, participating communities and partner NGOs, the Borrower (Govt of India), the North Eastern Council (NEC) and participating State Governments. Secretary of the North Eastern Council, Govt of India is the President/Chairperson of the General Body. Participating States are represented by the Chief Secretaries and the Nodal Officers, Representative of Ministry of DoNER and some relevant key officials including DCs/PSs of the Project Districts. The Managing Director of NERCORMP is the CEO and member secretary of the general body of this society. (ii) The Governing body of the Regional Society is the Executive Board or Board of management. Secretary, NEC is its Chairman and MD, NERCORMP is the member secretary of this executive body. The Executive Board has representation of participating communities, NGOs, the NEC, Representative of Ministry of DoNER and some relevant key officials including DCs/PSs of the Project Districts District Societies: (i) A District Society, established in each Project district, has structure similar to that of Regional Society. Its General Body comprises representatives of State Governments, the members of the Executive Board, representatives of local research institutes, prominent people s representatives, prominent rural development specialists, line department s representatives and community and NGOs representatives. Chairman/ President of the General Body is the Principal Secretary of the Autonomous Council in Assam and the Deputy Commissioner in the other States. The Project Manager is the member secretary of the district society. (ii) The Executive Board comprises official representatives (the MD or his nominee, representatives of District Agriculture, Horticulture, Soil Conservation, Veterinary Dept, Fishery, Forest, Medical, PWD, Electricity, PHE, Irrigation, DRDA, etc.), community representatives, NGO representatives and representative of Lead Bank.. The Chairman of the Executive Board is the Principal Secretary of the Autonomous Council in Assam or the Deputy Commissioner in the other States. The Project Manager is the Member Secretary.

3 Recently the Project has inducted more community members in District Board, in order to shift more ownership to the community 2. Organization and Implementation Process Project has been implemented both at the regional and district levels through its registered societies. At the regional level a Programme Support Unit (PSU) is providing direction and support to the Development Support Teams (DST) of each district. Establishment of district level society helped in ensuring the Project, to maintain the much needed operational flexibility and efficiency. Community mobilization, community institution building, and all related interventions are carried out through the communities and partner NGOs. Development Support Team (DST) at the District level with constant support and guidance from the Programme Support Unit (PSU) facilitated the Process. In all its implementation efforts, Project maintained operational flexibility and emphasized (provided for) participatory decision making process at all levels. At the Communities level, the two key Institutions, which formed the pillars and channels for institutions building are the NaRMGs and SHGs. Higher level of institutions had also been developed and promoted, such as: Federations and Cluster Associations, etc. At the inception of the Project, an MOU was signed between the Regional Society (RS) and NEC outlining roles, responsibilities and expectations. Similarly, each District Society signed an MOU with RS (PSU). Strategy Build and reinforce on traditional tribal values of communities participations and other strengths existing in this often close knit com community/villages. Adopt a responsible community perception of need and priorities. Involve communities in an intimate participatory approach where they are involved at every stage of decision making/ planning and implementation, besides participating in ongoing monitoring. They are also made accountable and responsible for their actions. In other words transparency and accountability is to be put in full force. For this, other and regular monitoring mechanism including audit was introduced. NERCORMP adopted an inclusive approach with strong emphasize on Gender mainstreaming and bringing the weakest into the fold. NERCORMP adopted interdisciplinary and multi sectorial approach, whereby sustainable farming system is focused with emphasis on reduction of shifting cultivation and introduce / upscale crops in a balanced manner that would enhance the economy of the people. Different activities under different sectors were initiated like Micro Credit and Micro Finance, Infrastructure and social activities, M & E, accounting, NRM, Communication, etc Food security and accelerated income generating activities forming key focused areas. Rationale of land utilization is accorded high priority with Jhum/shifting modification and up scaling of Terraced cultivation as far as possible. Introduce SHGs mainly among women with the classical objectives and roles like groups formation, savings, credit / loaning, social / economic activities with the aim to mobilize the collective strength, wisdom of women and eventually bring them into forefront developmental main stream. Introduction of NaRM-Gs which are in line with VDCs or Gram Sabhas (This was an innovative

4 introduction along with many and not exactly mentioned in Project Appraisal). Introduction of community Institutions particularly NaRM-G was a sensitive issue in view of possible conflict with traditional institutions. The same was envisaged and guided in a manner that will be complementary with TI and SHGs, keeping in view the element of consensus of the community, (TI members of NaRM-Gs) and also with local values and customs. It is another story that happily, in most cases harmony and synergy prevailed between TIs and our CBOs. Project is also to work closely both with partner NGOs and respective Governments. Orientations of these stakeholders as per IFAD approach were considered necessary and necessary measures adopted. One of the key strategies of the project is to always uphold and ensure integrity, transparency and accountability in all transactions of project implementation. To this end, all communities members are to actively participate at every level including planning, decision making and implementation. They are also to maintain full discussion and sharing of every fund flow and transactions. Equally important is the yearly audit of every group/ village accounts by Chartered Accountants. To achieve the above, a Project Management Team (including Partner NGOs) was put in place in Shillong as the Head office as PSU, and in all Districts, DSTs were set up. Due orientation, trainings and exposures were undertaken.

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